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Banking on the power of relationships

Banks Warden brings a wealth of experience and passion for possibilities to new leadership position

Banks Warden, vice president for strategic development and planning, walks his talk on the importance of relationship building — literally. Warden (standing) is more likely to "go see somebody," like Jack Cusack, security manager, than send an e-mail. He said experience has taught him that frequent, face-to-face communication enables innovation, which is Warden's continuing goal for the Center. Photo by Dean Forbes

Early in his career, Banks Warden worked as an administrator at a tiny, remote hospital in Alaska, an outpost facility with its own power and water systems. Walking around the building each day, he'd exchange hellos with staff, including an Alaskan native who worked on the boilers. After a year of daily greetings, the worker — who barely spoke English — asked Warden if he could share an idea with him.

"This guy was not an engineer. He was just very observant," Warden said. "In Alaska, when water comes into the boilers, it's really, really cold. So this fellow thought of running the water pipes inside the chimney so the wasted heat from the boilers would heat the pipes. It was inspired." The subsequent rearrangement saved $39,000 in oil in the first year alone.

Besides the cost savings, the experience taught Warden critical leadership lessons that he still uses today as the Center's new vice president for strategic development and planning: Get to know people at all levels. Be approachable. Listen without judgment. Act on great ideas.

Such simple beliefs in relationship building and in harnessing ingenuity have fueled a successful career for Warden. Before becoming chief operating officer four years ago for the HIV Vaccine Trials Network (HVTN) in the Clinical Research Division, his corporate and nonprofit positions ranged from the chief executive officer of Pacific Medical Centers for 11 years to senior vice president at Premera Blue Cross, as well as running his own health-care consulting company with domestic and international clients.

Dr. Larry Corey, HVTN's principal investigator, was an adviser in 2001 to a new clinical-research company led by Warden. "Larry and I talked about what he was doing at HVTN, and I ended up going to work for him," Warden said.

Corey said he believes Warden brings unique traits to the workplace. "Banks works in a way that enhances patient care and the ethics of the institution and the group. He has great insight and judgment in picking people and issues, and he's able to tell people when they are doing well and when things are not going well," Corey said.

Even with the prospect of a top Hutchinson Center administrative post, leaving HVTN wasn't an easy move for Warden. "It was probably one of the hardest decisions of my life to take this job," he said. "There was something special about HVTN for me: great, interesting people, a problem worth all the attention we can give it, and working with people in 11 countries. I never came to work and was bored. But that's true in this job, too!"

Then and now, he loves observing the scientific process in action. "To see people with great minds who are very excited and animated about what they do and what they believe — that's just about as good as it gets," Warden said.

Those responsible for hiring Warden were certain he was the right fit. "Banks did an extraordinary job as chief operating officer at HVTN," said Dr. Mark Groudine, deputy director. "We are fortunate and excited to have him on board."

Chief Operating Officer Myra Tanita agrees with Groudine's sentiments. "Banks brings a multifaceted background and expertise in health care, clinical trials, research and physician-practice management. He's an invaluable addition," she said.

Warden's friendly demeanor and West Virginia drawl are a disarming contrast to his intensity and impatience to get important work done. "I'm getting less patient as I get older. You need a plan, but I believe it's possible to discuss things to death. It doesn't have to be perfect to get started," he said. "You often can't understand what the problem is until you start working on it. It's important to go as far as you can in understanding the problem initially, and then get busy solving it".

"With so many people sick, time is something we don't want to waste. We also don't want to waste research money or the time of the people who work here. I'm most interested in setting up systems here that support the scientists in taking the steps needed to get to the goal of curing cancer."

While Warden is still getting a feel for his role, his expectations are high. In addition to getting to know the board of directors and maximizing their skills and time, he's charged with encouraging and measuring progress on scientific objectives and fund raising, managing the Research Trials Office, and helping achieve success in the initiatives laid out in the strategic plan.

One of the keys to his job, he said, is getting the right people together. "This job is really challenging because the Center is such a multilayered organization with so many relationships." His predecessor, Peggy Means, is helping Warden connect the dots. As part of the transition following her long tenure, Means meets with him each week. "I'm filling big shoes. Peggy understands all of the players very well, and I'm reliant on her to keep me out of trouble," he said.

Questions arise frequently for Warden as he learns the intricacies of his new role. To stay productive in the midst of such ambiguity, he's got stacks of color-coded index cards in his office, each with a query for a key administrator. "I've got my 'Lee list' and my 'Myra list' and so forth. There's an awful lot to learn," he said. "Everyone's pretty busy, but people make time for questions."

Warden believes in the importance of interaction. The son of a country doctor, he saw the impact his father made through caring for people throughout their small community. Personal experience has taught him that frequent, face-to-face communication enables innovation. "I'm not a big fan of e-mail. Most of the time, I'd rather go see somebody," he said. "I tend to walk around, an old habit from my CEO days. We had seven clinics around the city, and my best days were when I went out and talked with people. You learn so much that way, and people have so many good ideas. It's really hard to stay in touch with what's going on unless you talk with people."

Warden is still sharpening his focus on future strategies, but his overall goal lies in the past. "My hope for the Center is that the next 30 years look like the first 30 years. It's a remarkable story. I'd like to see us do at least that well."

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